Alan Rushbrook is a local government financial specialist whose experience goes well beyond financial management as he has sandwiched his financial career with managing community service activities. He brings a strong reputation for leading teams and providing robust policy advice. His varied experience in local government, both in senior management roles and as a consultant, in large city Councils and small rural Councils, has provided him with many skills, particularly in the financial management, corporate support, and community services functional areas. Alan is a Fellow of the Australian Society of CPAs, qualified in Myers Briggs administration and Juran quality management. Here is his advice for CFOs and other leaders of amalgamating Councils.

What opportunities are there for finance teams during an amalgamation?

Amalgamations are the time when finance staff need to shine. It is when our skill sets can provide enormous value to the new organisation.

Why do I say this? It is a time of change. Often inertia and conventional wisdom dominate Council decision making, making change hard: not just difficult to do, but hard to get started. So when there is a changing environment, your first impediment to change is overcome!

It will be a time of immense work, but be sure to take time to think strategically for your Council, your team, and yourself. It can be too easy to get caught up in the focus of moving systems, people, registers, etc, etc. and not raising your vision beyond your desktop. Take time to think beyond the next meeting.

Be clear about what you want to see change, whether it be the strategic financial direction of Council, the structure of your department, or a particular process. The favourite for me in the past has been to challenge some of those areas of waste or inefficiency that have just been accepted or have been protected. Even if many of the players haven’t changed, sometimes they may not be so passionate or committed about their programs or activities as they once were. When things don’t have the usual balance, it might be a good time to get some things changed.

Also, there will be some untied dollars around. Have a think about what you or your team could use that you haven’t been able to get funding for in the past. Set systems up for the future as best you can.

Nick Tobin is an innovative and experienced General Manager with a depth of experience in senior positions in local government, excelling across property development, efficient service delivery, financial management, and stakeholder management. Nick led the delivery of one of the largest pieces of public infrastructure delivered and funded by local government: The Concourse, Chatswood’s entertainment and performing arts precinct. The unique funding model and project plan developed for the site by Nick and his team has become a leading model across local government. During Nick’s period as General Manager at Willoughby City Council, the City was awarded the A R Bluett Memorial Award, the highest accolade available to local government. Here is his advice for General Managers and CFOs of amalgamating Councils in NSW.

What are the key management challenges in upcoming amalgamations in NSW?

The biggest challenge will be putting aside previous beliefs as many GMs were clearly against amalgamations. There have been some perceived winners and losers in the process and bridges need to be built to create an inclusive environment. Interim GMs will also need to work very closely with the Administrators and the implementation committees of former elected members.

Another challenge will be keeping the public informed on what is and isn’t changing. Getting the public onside will be essential if the amalgamation is to be successful. Elections will be held in September 2017, so major changes will be difficult to implement prior to then, but there is an opportunity to develop a new Community Strategic Plan, which will be the blueprint for the new Council. It is unlikely that major asset sales and acquisitions will occur before the new Council is appointed, but an asset strategy should be developed, to be adopted by the new Council and integrated into the Long Term Financial Plan.